Annual Report 2012, PDF - Axiata Group Berhad - Investor Relations

Axiata Group Berhad (242188-H) Annual Report 2012• Performance ManagementThe Group is committed to attract andretain competent, dedicated and loyalemployees. Programmes and initiatives havebeen undertaken to ensure that the Group’shuman capital is equipped with the qualitiesand skills to drive the Group to become aworld class company through ongoingemphasis on performance management andemployee development.The Group has in place a KPI System asprescribed under the Government-LinkedCompany Transformation (GLCT) programmeto link performance and compensation inorder to create a high performance workculture. This system also seeks to provideclarity, transparency and consistency inplanning, reviewing, evaluating and aligningemployee actions and behaviours to that ofthe Group’s vision and mission.• Training and Development FrameworkIt is the Group’s policy to train employeesat all levels so that they would be able toperform competently in their present jobsand also to train those employees who areconsidered to have the potential to performduties with wider responsibilities so thatthey may be ready to assume them whenneeded. Programmes are also implementedto ensure that employees receive continuoustraining in various areas of work such asknowledge, health and safety, technicaltraining, leadership and new productdevelopment.• Talent Development and SuccessionPlanningThere is a Group Talent ManagementFramework in place to identify and developa group talent pipeline within the organisationas a supply for future leadership demands.In this respect, the Group has met its targetof identifying 100 C-suite potentials fromwithin the organisation and has been2.0 Risk Assessmentintensifying its efforts in making these talentready to succeed the current topmanagement across the Group. This is donevia intensifying leadership developmentprogrammes, mentoring and coaching andcross-functional and cross-countryassignments. This leadership talent pipelineis also regularly reviewed via the GroupTalent Council and assessed as potentialsuccessors for top key positions in theGroup, via internal and external benchmarks.Succession plans and the robustness of thetalent pipeline are regularly reviewed by theBoard.The Group has also continued to strengthenthe middle management level of the talentpipeline as well as fresh graduates to ensurethere is continuous supply of the talentpipeline. As of 31 December 2012, 15Malaysian employees have been secondedto various OpCos within the Group and 13employees from the OpCos have beenseconded across the Group.Risk assessment involves the identification andanalysis of the key risk areas relevant to theachievement of predetermined objectives, forming abasis for the establishment of the mitigationstrategies. Key activities are as follows:2.1 Company-wide Objectives• Achievement of Goals and ObjectivesThe Board is responsible for setting thebusiness direction including a clear Groupvision, mission and strategic direction, whichis communicated to employees at all levels.The Board also oversees the conduct of theGroup’s operations through variousmanagement reporting mechanisms. Throughthese mechanisms, the Board is informed ofall major issues pertaining to internal control,regulatory compliance and risk taking withinthe overall risk framework.99